People used to be fiscally conservative and shopping used to be very easily satisfied by the consumers due to its economic malaise. But because of higher income and better living quality these days, People have the tendency of spending more money for a more luxurious services like the old days. As a result, tranditional department stores have changed and improved their ways of dealing with customers by developing new formulaion of hardware and software. And in combination of corporation¡¦s new technology, new ways of shopping method has been formed. They call it the ¡§business community¡¨. This is a study from ¡§diamond model¡¨ by Micheal E.Porter in 1990. He stated that in order to win the market over, you need to find out what consumers and the market are looking for. You need to find out what consumers and the market are looking for. You¡¦ll also have to know who your rivals sre and what elements are required for this project. Of course once you have an idea of it all, you will know much capital you need in order to establish your own business. Survey was taken from three main cities in which are Taipei, Taichung, and Kaoshiong areas in Taiwan. Thirty different stores in the survey were used to see which ones the consumers desire the most. This research has found and shown what are needed in order to improve the sales volume for the tranditional department stores, what tranditional department stores are facing these days, and the roles that are played by the government and the competitors. Especially the government, they hold every right to allow or disallow your business. That makes them the protagonist of it all. Every enterprise has its pros and cons. However, when it comes to increasing their sales volume and development, the government¡¦s participation is strongly suggested in order to give out better ideas and advice.

Twenty-one century is a Knowledge economy system. Knowledge is being substituted for the machine facilities, capital asset, materials or labors, and to be the most important productive materials and competitive weapons for the enterprise. We can find out many high technology companies, which have the very high stock price in the U.S., but they do not have lots of tangible assets. Even though some of them have ten or hundred times of marketing values compare with the tangible assets. The main difference is the Intellectual Capital that is not presented by the financial reports. Therefore, for the enterprise, it is the most important issue to integrate the knowledge and enterprise core ability, and transfer to be knowledge oriented organizations by using the Intellectual Capital.There are many domestic enterprises begin to set up the knowledge management (KM) mechanism under the industry pressure, and start the research about how to drive the KM and with what kind of steps. Although there are many scholars have proposed different KM framework, activities and influential factors, the KM will still be a new issue for enterprise.Therefore, this research will propose three cases of domestic enterprise which carry out the KM. In order to study the procedure for the KM, the framework of KM, the influential factors of KM, the motivation of KM, how to drive the KM process, what kind of activities of KM, when to drive the KM, and what kind of information technology will also be discussed in this paper. Finally, this study will compare with the framework of current KM literature and analyze the result, and to be the reference for other enterprise in carrying out KM.

The delivered quantity of TFT-LCD of Taiwan is more than that of Japan in the first quarter 2002. It pushes Taiwan to the position of No 2 in the world, only next to Korea. Hence Taiwan government has included the TFT-LCD industries as the strategic industries to develo. In the near future, we can forecast that TFT-LCD will succeed the semi-conductor industry to stand for the star industry of Taiwan The purpose of this research is to probe the competitions of TFT-LCD industries among Taiwan, Janpan and South Korea, including core competence, developing strategies, business model, and to discover the key success factors(KFS) of competitive advantage of nation in these industries within different countries. By way of the KFS to forecast the future development and potential niche market in the global TFT-LCD industries. The results lead to the conclusion that follows¡G 1. TFT-LCD industry is a hypercompetitive global industry. 2. The TFT-LCD industries of Taiwan, Japan and South Korea each has his competitive advantages. 3. Core competence is the most important strategic resource. 4. LCD-TV will become the largest niche market in the future. 5. The Diamond-Model of TFT-LCD industries in Taiwan and Japan will link together.

In the environmental protection issues and natural resources problem to expand and develop ¡§renewable energy resource¡¨ and ¡§green energy resource¡¨ are the trend of global pursued. Many developed countries have given zealous and efforts to active the solar energy plan. The photovoltaic industry has marketed incentive programs. Currently, Use all energy resources to rely on import above 95% on Taiwan. To decrease consuming fossil fuel should be constructive to spread applies of solar energy. This study was the preliminary statement to develop route and trend of worldwide photovoltaic industry in the pass, presently, and in the future. And then to analyze the data of operate results of the new entrant solar cell industries in the Taiwan. By way of competition strategy, competition advantage, an analysis of competition power, diamond model and vertical integration etc., theory. In this study case, the ways that many companies enter the solar cell market are strategy ventures, and vertical integration to increase production. To confer the structure of solar cell industry, finding Niche at a series action of value. To create acceptable value of the customer. And then to provide a solar cell industry model of competition advantage.

Taiwan's online game industry from July 1999 Lager technology company launched its first self-made online game, "King of Kings" in Taiwan can have the strength of online game development. Love justice from 2000 Japanese JSS International also represents the company's "Stone Age", and also South Korean Deputy Gamania NCsoft's "Lineage", Taiwan began to develop the online game industry. This study discusses the Asian online game industry in the development of major countries such as Japan, Korea and mainland China through Michael Porter's Diamond Model. Diamond Model proposed by the factors of production, demand factors, related and supporting industries and firm strategy, structure and competition, etc. There are four options the Government and the chance to face the two surfaces as a study aid purchase theoretical basis for online games in Taiwan market for research and analysis, which found that Taiwan's online game industry is facing a critical stage of development, the Government has been too slow, so the domestic company already own alliance to the government for help, hoping to help Taiwan game company to reduce the access to Chinese market barriers, but also hope the Government can set up the digital content industry park, providing preferential tax rates in order to promote the development of industrial cluster competitive environment.

This study preliminarily introduced the concept of ¡§cultural creative industry¡¨ and chose ¡§publishing industry¡¨ ¡Vwhich has been neglected in the industry study in the long run-as the main subject in this study. This study analyzed the developing trend and strategy of Taiwan¡¦s publishing industry from Porter¡¦s ¡§diamond model¡¨ which focused on the four important factors- demand conditions, factor conditions, related and supporting industries and firm¡¦s strategy, structure and rivalry. Furthermore, the study mainly adopted literature research and second-hand information analysis as the principal methodology along with in-depth interviews with highly-involved professionals which included ¡§City Group¡¨ the most successful publishing group among HK, China and Taiwan, ¡§Linking Books¡¨ which has achieved in running business in China and ¡§Taipei publishing industry associate¡¨ which owns the main members located in Taipei in publishing sector. Because the market scale is limited and the publishing industry neglected the oversee market for a long time, we could find that our publishing industry is mainly composed of medium-and-small enterprises. Under the saturated domestic publishing market and increasingly highly competitive environment, our publishing industry is in an urgent and difficult time to face the challenge of globalization. Taiwan¡¦s publishing industry should take ¡§great china market¡¨ -China, HK and Taiwan- as the first priority and then enter into the ¡§pan-china market¡¨ which focuses on the Singapore and Malaysia. In the end, we could get the chance to get into western stage. For our industry, we should take the ¡§Big conglomerate, vice-bands¡¨ model which is imitated from the global strategy of western publishing group. By that, our industry could enhance negotiating power, share the complementary resource in the group, share the managerial and marketing platform. This study hopes to be a lead to attract more researchers. Facing the global movement of industry structure, we underwent the hollowing out of the industry especially in the manufacturing field, we have to think should Taiwan has the alternative to create the next economic miracle. Will the cultural creative industry be the light of the dark?

Mainland China is an emerging market. The labor cost is very cheap in the market, and the growth rate of market is high. For saving manufacturing cost and expanding business, many companies, including those from Taiwan, invest in Mainland China. For fulfilling a great amount of demand in IC and encouraged by China government, SMIC has established a foundry in China. TSMC and UMC also plan to set up their foundries there in 2002. What is the best strategy and how to compete are the most things the Taiwan companies concerned, since the foundry industry in Mainland China is developing. This study is based on the Diamond Model (Porter, 1990) and foreign invest theories, and tries to analyze the foundry industrial structure in Taiwan and China. This study also finds out the strategic considerations, which can explain why Taiwan foundry companies invest in China. Then this study predicts the situation of the development of foundry industry in Mainland China in the future. Finally, the study tries to suggest better strategies to Taiwan foundry companies. This study finds out the strategic considerations of Taiwan foundry companies when they invest in Mainland China. They are: 1.Ownership advantage of technology, capacity and service; 2.Location advantage of the market potential in China and reward offered by China government; 3.Internalization advantage of setting up a wholly owned subsidiary; 4.Competitive pressure in foundry industry. The strategic suggestions are: 1.Being the leading company in Mainland China; 2.Using the resources of China market; 3.Focusing on foundry; 4.Cross-Strait joint production. Making use of these four suggestions, Taiwan foundry companies will enlarge the market share in the worldwide foundry market.

Abstract In the few years, because of so many incentives, such as low-paid but high-quality workers and the huge demands of the people, the Mainland China attracts a lot of international corporations to invest. Of course, the minor enterprises of Taiwan, the center people of Taiwan and the pioneers to be internationalized, won¡¦t be absent in this tide of investing. However, in the past reports those used the minor enterprises of Taiwan as the projects, they did more researches about the internationalization procession, or just made some discussions from the view of the internet about the extent of their internationalization or the performance of their operation; but less about the elements and the strategies of their operation in the strange places. Besides, it¡¦s still hard to have the whole understandings, if we only discussed the international investing of the minor enterprises of Taiwan just from the view of the internet. The reason is that the minor enterprises faced some problems of themselves internally, such as small organization and the lack of resources; so it¡¦s hard to talk about competing with someone in some place externally. Therefore, I combined the Network Relation with the Resource-base View, and refer to the Diamond Model, to discuss the internal and the external elements and the strategies in the procession of the growth and the operation of the minor enterprises of Taiwan. I hope those elements and the strategies can be the references for the following minor enterprises of Taiwan when they decide to invest in the Mainland Chain. Because the territory of the Mainland Chain is so huge that the main areas in this research will focus on the Taiwan enterprises those weren¡¦t mentioned too much in the past reports and are presently growing vigorously in the Zhejiang Province. Besides, the elements and the strategies found from the Taiwan enterprises in Zhejiang will be more valuable, because these enterprises faced more fierce competition caused the local private enterprises of Zhejiang also growing very vigorously. After deeply discussing with four enterprises, it came to the conclusion as follows: Because the minor enterprises have some disadvantages congenitally, when they are going to do the international investment, they should pay more attention to the invisible resources; especially the construction of the Core competence. In other words, they should gather the limited resourced in the niche and professional market to make their construction sound and sane step by step. Moreover, it¡¦s really necessary to establish the thick and fast network relationship rapidly in the procession of the accumulation. In addition, the business ambition of the leader is the key point for the continuous growth of the minor enterprises of Taiwan.

The cashmere industry is an important sector in Mongolia, and it has the potential to contribute to the growth of the economy and poverty alleviation. It provides income and employment for over a third of the population, and raw cashmere and cashmere products are the Mongolia¡¦s third largest official export products after copper and gold. Mongolia is the world¡¦s second largest producer of raw cashmere, producing over 20 percent of world supply next to the neighboring country China. Nevertheless, 55.9% of the raw cashmere is used for manufacturing finished and semi-finished products, the capacity utilization rate remains low at all stages of processing, and processing firms are losing their competitiveness. Firstly, through the review of related literature, this study finds out the key issues of cashmere industry in Mongolia. Then, based on Michael Porter¡¦s Diamond Model with AHP method, this study develops a hierarchical framework including a goal, criteria, sub-criteria, and alternatives affecting the competitiveness of cashmere industry. Secondly, this study intended to develop questionnaires for experts including CEOs and managers from cashmere industry, government organizations, and research institutions. The main purpose is to find out the relations among the factors, and give them their weights of importance, and it points out its further competitive advantages of Cashmere Industry. As a result, 25 responses were received at the end of the survey. The collected data from the survey was analyzed through the AHP approach. We have calculated a composite weight to each factor and put the factors in order based on the weight that each factor has got. Our study suggests that the cashmere industry in Mongolia should further upgrade its working efficiency in order to create a more sustainable advantage. In addition, our results further confirm that a government can play a significant role in creating competitive advantages. Finally, on the basis of the above results, we proposed several policy recommendations for relevant organizations in order to help cashmere industry upgrade their competitiveness by increasing the capacity of producing more value added products.

Under the government development policy, the pulling power of domestic market, and the technology support from Japan, Taiwan has surpass Korean, became the largest Large scale TFT LCD supplying country. The rising status of Taiwan has attracted a lot of international critical component supplier to establish branch in Taiwan, including Corning, Merk, Asahi, NEG, NH Techono Glass Corporation, Nitto optical, HOYA. Taiwan need to increase the self-supplying rate of equipment and control and manage the technology patent to be more competitive. Under the specific long-tern developing policy, Korea government creates a very suitable environment for industry-government-research cooperation. With unique conglomerate developing method, Korea LCD company has producing economic sales, well-known brand name, and vertical integration of key components, which made Korea replaced Japan to be the largest LCD panel supplying country since 1997. Korean¡¦s company keep on upgrade themselves by investing in R&D, under government¡¦s supporting policy, the country is expected to reach 80% self-supplying rate in related material, components and producing equipment, which totally makes Korea more competitive in panel industry. In order to understand the development model of Taiwan and Korean¡¦s company, this research take Taiwan AOU and Korean Samsung as study case to compare how different background and innovative ways influence company¡¦s business performance.